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 enlarge | Authors: James P. Womack, Daniel T. Jones, James Womack, Daniel Jones
Publisher: Free Press
Category: Book
List Price: $30.00
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Rating:  51 reviews
Sales Rank: 3016
Media: Hardcover
Edition: 2
Pages: 384
Number Of Items: 1
Shipping Weight (lbs): 1.3
Dimensions (in): 9.5 x 6.3 x 1.3
ISBN: 0743249275
Dewey Decimal Number: 658
EAN: 9780743249270
ASIN: 0743249275
Publication Date: June 10, 2003
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| Customer Reviews:
Showing reviews 16-20 of 51
 Could use more detail November 14, 2006
Belize91 (Hartland MI)
0 out of 4 found this review helpful
I think it would have been better in print, some of the concepts are hard to follow on tape
 Cut production through times by 90% and reduce inventories by 90% & giving the customer exact what they want when they want it! October 26, 2006
Golden Lion (North Ogden, Ut United States)
10 out of 11 found this review helpful
Lean thinking shift management concern away from assets and finance and focuses them on the perspective of the customer. Value is provided when the supplier gives the customer exactly what they want when they want it and the producer creates value. Lean thinking provides immediate value by converting waste into value. Value is a conscious attempt to precisely define value in terms of a specific product with specific capabilities at a specific price through a dialogue with the customer. Managers need to rethink along product line and not existing assets and technologies.
The value stream has three components: 1. the problem solving task 2. Information management 3. and transformation task. The value stream exposes and finds many steps that create no value and should be immediately avoidable. How does so much waste occur for such a long time? The departments or parties are not accountable nor forced to explain their products, processes, or service to others. Secondly, there exists the matter of confidentiality where non-disclosure creates barriers and artificial dependency. Third, the matter of the obvious circumvents the desire to continual improve and reexamine process and product.
Value stream begins with "one thing at a time" as more efficient than batch processing. Batch processing is the culture of the farmer. The farmer culture has replaced the hunter culture. The hunter culture is more efficient, as it seeks to "build what the customer wants when the customer wants it" or in other words "on-demand production". On-demand production destroys the need for forecasting and lets the customer pull the product from the product when needed. Lean thinking cuts production through times by 90% and reduces inventories by 90%. Batch processing or mass production thinking results in stagnation which leads to cost cutting, an innovation incentive killer.
Lean thinking starts with analysis of flow. The manufacturing process is divided into cells. Each cell represents one or more sequence of assembly and transformation processes. A tub is passed between each cell and triggers a series of events to start in the cell. The parts associated with the tub are built exactly and immediately. Any process or resource that does not contribute value in the flow is removed. Higher demand cells are place at the beginning of the flow. Cells can be run in parallel creating economy of scale load balancing. A critical failure can stop all the production. Quality teams constant analyze the flow for defect and workers in the cell are allowed to respond and communicate problems and suggestions for improvement.
Lean thinking begins with pull. Customers pull products from the producer and remove the need for forecasting and excessive inventories size. Machines are equipped with fast transforming technology allowing for a diverse combination of assembled options for parts and products moving from cell to cell. Lean thinking is better than MRP. Lean thinking removes the slack time in scheduling errors and miscalculations in forecasted quantity amounts and types.
Lean thinking must be applied to all aspects of product creation and delivery. Lean thinking removes any flow issues associated with getting the correct product to the customer, quickly, accurately, and efficiently. Lean thinking replaces mass production process engineering and exposes process weakness and factories have tolerated and managed these failures as a part of the mass production cycles. Lean product exposes these weaknesses and replaces them with more feasible solutions.
Manufacturing Perfection is impossible, however thinking about perfection leads to inspiration and innovative solutions. Lean thinkers bring abundance to the market, transform nonstandard products into standardized products, and increase customer value. The value of lean thinking is continuous improvement in quality, design, and product.
Not one of Womack's best works May 8, 2006
Lean Entusiast
I personally do a vast amount of reading with lean enterprise being of special interest. Womack has done some great work, but this is a "tough read" even for serious lean enthusiasts. I typically finish a book of this length within 2-3 days then re-read it and highlight. It literally took me 11 weeks because I was lulled to a point in which reading further would be of no benefit and would have to put it back on the shelf and revisit it days later. I realize that scholarly and business writing is not especially exciting as I am constantly reading and doing research but this one was tough even for me, an avid reader.
Common Sense isn't so Common February 12, 2006
Trekker
2 out of 5 found this review helpful
This book provides a very unique perspective on how to run a business. These methodologies can be applied to any industry, as the authors suggest.
Read The Toyota Way as well to get a real example of how this works.
LEAN as it expands January 11, 2006
Ziad Zacca (Jdeidet-el-Metn, Mount Lebanon Lebanon)
After reading "The machine that saved the world" (which I recommend reading before this one) from the same great authors, I got more and more interested in the LEAN concept. As described in this book, by 1996, LEAN became a way of thinking and operating, expanding around the world in several industries. Although this book gives a clear explanation of LEAN principles, it is still oriented into manufacturing. This book is not enough if you are willing to implement LEAN in your organization, but rather convinces you of applying it if you are still hesitating. Check out the latest book in this series "Lean Solutions: How Companies and Customers Can Create Value and Wealth Together".
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